3/ Sociological reason: due to cooperative nature of work (individual contributions buried), the default internal tribe is the slacker tribe
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Replying to @vgr
4/ Finance reason does not truly explain why "self-disruption" fails (a strong leader *could* get the time constants and $ right)
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Replying to @vgr
5/ Sociological reason does explain: slacker tribe does not *want* to accelerate.
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6/ Attempts to create an inner, faster tribe will lead to ostracization from essential support function.
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7/ Only way to resist that is to create a "full stack" internal tribe with independent soup-to-nuts capability, not just P/L.
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8/ This is impossible in a sufficiently old company because years of cost-discipline ==> shared services. You can't pwn an entire function.
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9/ You could try "internal vertical integration" -- resist the allure of efficiency, keep redundancy.
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10/ If marketing, say, hasn't been consolidated and centralized, one marketing node could be pwned exclusively by disruptor tribe
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11/ This means a CEO who wants internal disruption will have to sacrifice *margins* by forgoing organizational efficiencies.
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12/ i.e., keep the company structure a set of vertical, redundant flows, 1 per product. Build pay-for-redundancy into business model.
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13/ There is a CS metaphor here: run every product inside its own VM. Only bare-metal functions are corp. governance ones (legal, cap table)
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14/ People don't realize how powerful VM ideas have gotten since VMWare. Check out Bromium for MicroVMs for instance.
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15/ VMs as a management metaphor means your *2nd* product is the one that determines whether your company has disruption resistant DNA
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